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  1. Customer Data Integration & Master Data Management Summit London 2006 13-14 July, London, UK Produced by : In Association with :

  2. MDM as a key enabler for the Agile, Global Enterprise Erik-Jan van de Meent – BTGS OneIT Chief Design Issue 1.0

  3. What you will know afterwards (spoilers) • A tiny little bit on BT as a company • What challenges we face • How we intend to resolve it through • Help of technology (MDM, SOA) • Change our ways of working (Agile) • Optionally some sneek peeks into my pool of ideas • Spoilers/my opinion for any company out there: • Expect some help from technology (MDM and SOA). Don’t expect miracles to boost your ability to change though. • Focus on implementing Change as a standard process (Agile), this is where you should focus your efforts; it’s hard work, face it.

  4. BT as a company • We sell Local&Global Networked IT Services (all OSI layers) • About 100.000 permanent staff • UK Incumbant (ex-PTT) • Most regulated company in the world • Split into: • BT Openreach • BT Wholesale • BT Retail • BT Global Sevices Area of growth

  5. BT as a company (2)BT Global Services facts • The origins: • Former Joint Ventures (now owned) in 8 countries (USA, IE, UK, NL, Be, FR, GE, ES) with their own market, P&L, their own versions of products, system stacks and processes • Special contracts for large customers, special legal obligations, special processes, information flows and systems • Large local and international networks • All in all, several 100’s of systems supporting the above, with interdependencies • The Drive: • We’ll lead on building, enabling and using the DNE • We’ll extend our Global reach; acquired Infonet (USA) and Albacom (Italy) • We’ll redefine operational excellence, and implement it • We operate in “Follow The Sun” mode • A core of roughly 150 systems supporting a harmonized operation

  6. BT as a company (3) • We’re transforming:OneIT for OneBT • IT split in Experience programmes (below), and platform programmes (). • Lead To Cash • Trouble to Resolve • Concept to Market

  7. The challenges we face (1)the Digital Networked Economy • Speedy delivery and reliability of services • Low costbase to be a player in the DNE • Global reach as well as appreciation of local specifics • Smooth collaboration with Business partners, mutual benefits • Frequent changes to the supplier base based on sharp metrics • Mergers, demergers and takeovers

  8. The Challenges we face (1)DNE Frequently observed consequences • Mergers and takeovers often on Financial and legal basis only. • Lack of insight on E2E Operational performance • Little or no use of Operational optimization • Clunky delivery and repair of services • Little or no cost base improvement • Competition for same supplier from one business at a certain locality • Domain hogging due to no tangible benefits from cooperation • General uplift in complexity due to information unintelligibility • Difficult to find out which services affected on a failure • Difficult to find out who’s the best team to hand an issue resolve to • Difficult to find out the best up sell-strategy to existing customers • Inability to help a customer with insight at the first-line

  9. The challenges we face (2)Budget, budget, and mistrust on ROI • Gone are the days of 2 year projects with huge scopes, limitless ambition, breathtaking technology to bluff everyone; no budget available • We also don’t want it any more; I’m never ever going to get caught between a Sponsor (pushing and funding) and the Operation (don’t want to change) again. • The spoils of “Big Bang’s” and large (DWH, Order systems, …) projects: Mistrust of the operation, blame culture, fingerpointing • And the irony; we do it all for the operation, as there is where the money is lost & made

  10. The aim, how to resolve • Make change part of the operational process • Make internal partnering part of the culture • Understand your partner, deliver measurable business benefits • In summary: aim for CMMI level 4&5 • Harvest on MDMand SOA • Sell the internal skills;Support the customer byenabling change • Sell the internal skills;The competition wants touse your business & information flow model

  11. What you will know afterwards (spoilers) • A tiny little bit on BT as a company • What challenges we face • How we intend to resolve it through • Help of technology (MDM, SOA) • Change our ways of working (Agile) • Optionally some sneek peeks into my pool of ideas • Spoilers/my opinion for any company out there: • Expect some help from technology (MDM and SOA). Don’t expect miracles to boost your ability to change though. • Focus on implementing Change as a standard process (Agile), this is where you should focus your efforts; it’s hard work, face it.

  12. Help of Technology (1)Agora – The Market Place • An agora (αγορά), translatable as marketplace, was an essential part of an ancient Greek polis or city-state. An agora acted as a marketplace and a forum to the citizens of the polis. • Agora is an Information-Hub (not a data hub), in which semantic alignment and information consolidation is executed to get to the best possible company information available • Agora focuses from the Inventory up, not from customer down • Agora is positioned at the centre of the systems architecture to support the business. The functions can be divided in 3 categories:- • Classical Data Warehousing • Insulation against change, keep on being able to see E2E operational information without being affected by migrations "under the hood" (Mergers & Acquisitions, upgrading the systems architecture etc etc) • Mastering of Aggregated SOA capabilities

  13. Clarification • “Inventory”, can mean many things to many people. • What I mean is: Product Service Resource • This is what: You sell deliver the kit it runs on • Product & services have a hierarchy, between each other and amongst each other • Business statements using the same words:“We sell Services now, not products” “Inventory based billing”

  14. Help of Technology: Agora depicted

  15. Help of Technology (2)Agora – The Market Place • Fairly standard Warehouse techniques used: • Landing data in one central Data Reception Area (DRA) • The DRA features Data Replication to be timely (also Batch of course) • The DRA features Delta Table processing to support continuous processing • Three really new things are added • Inmerlo (Rules management) • This masters the business rules execution • A business tool for business people, not a technical tool for technical people • The key system to execute Data assurance from • All business validation activities will be available as webservices (i.e. customer deduplication; if you develop something, expose it for generic use) • Home grown, Java Based • Manage Event Notification SOA service to load the CDM directly from the bus • Skips the DRA/ETL loop • More real time even, and less CPU cycles • Mastering of SOA "Aggregated" read and Find Operations, i.e. make SOA accessible for the consuming applications (Portal etc). • Just in time/just if needed data fixing; only fix data that costs you something

  16. Change our ways of working (1) • Enter a Business Problem statement, not requirements • Requirement asks you to do something, hence you have no responsibilities beyond fulfilling • Problem statement just formulates the problem, not the resolve • We should help the business resolve problems, not to draw them into “feature” speak. I realize this is a sales tactic, but it’s not healthy. • Business Partnering • No more internal customers; Achieve a business result together • Start small, deliver benefit with confidence • In looking forward, plan to boil small bits of the ocean at the time. Ensure not to create "Boomeranging" solutions, previous parts boiled will not be boiled again • Measure business effectiveness (current and changed) in • Cycle time • Right first Time (CMMI, costs of developing unfit software) Example Requirement Please give me the data from this list of systems Business Problem I can not move this customer to the other LOB, as than I can’t deliver him the service he’s used to Example Requirement Please give me this spec PC Business Problem I need to teach my children how to read, write and count.

  17. Change our ways of working (2) • 90 day cycle deliverables • Start with a Hot House, day one is day one of 90 days • Business Partner & IT together, competing teams • 3 days: Identify problem, resolve problem, demonstrate & plan • Benefits claimed from a solution are measured, costs are measured, ROI is measured. Bonus depends on it. • Full involvement of all parties; 90 days contains so-called sprints: incremental results & benefits. • Prototype, prototype, prototype, and welcome change. Prove the resolve of the problem, and than scale.

  18. Change our ways of working (3) • Sell the results achieved together, use all comms available. (Failures will be communicated without your help) • Publish newsflashes • Demo to senior leadership • Setup on-line demo’s • Video users comments; examples • 20 day Stretch-activity on Order management improvement: before and after • Trouble Ticketing before and after • Business impact comments • Build trust in each others skills (deliver together)

  19. Sneek and Peeks in my pool of ideas • Agora TeDA (carries a Billing focus) • Agora Temporal Data Archive • Make your applications hold operational data only, centralise the archiving, in a standard format. • Really delete old applications rather than to hold a read-only instance alive, and pay for it • Web 2.0 initiatives • Experiment with the metadata to store people's system/data/semantics knowledge and make it accessible/usable • This will drive separation of people skills and knowledge, and will yield the Skills-based organisation • So: Publish Inmerlo Rules through a Wiki, do social bookmarking • "Spidering" the Data Reception Area • This will ease the analysis of new applications coming in, or to assess changes in data patterns. Be more effective with more data in the CDM. • Build centre of expertise in India, explore the Chinese possibilities.

  20. Summary • BT as a company and the changes we’re applying • The challenges of the Digital Networked Economy (plus the usual suspects) • What we do with Technology to address this (i.e. Agora) • How we change our way of working (Agile, Business Problems) • Some Seek-Peeks on what’s to come • But in conclusion: • Focus on the Agile processes to change your company into one where Change is welcomed and executed on • Harvest technology to aid that, not vice versa • So whilst painting: Focus on the paint, not on the brush

  21. Thank you for attending • Apply change to yourself, do things that make you slightly uncomfortable; Present at a Conference • By presenting you will have more result from a conference than from attending! Hot House Principle; Be Intense, don’t hide • Also present work in progress; No one is ready, and if they are it’s no fun to see it. Being in a state of Change is what matters • Thanks to Aaron, Jeremy and Laura (CDI Institute & IRM UK) for making this happen. Thanks to the Vendor sponsorship for their support and input. Great Job!

  22. Spare Slides, for illustration Erik-Jan van de Meent

  23. Business Benefit explained, Real world example Case: In my house, the valve that connects the garden irrigation system is broken: Wife makes me irrigate the garden regardless: 1) Running up and down the house from kitchen into garden with 5L buckets 2) Repeat about 50 times 3) Than also do the front-garden: about 10 times 4) Seeing ineffectiveness of water pooring onto the pavement 5) Repeat back-garden now that the ground is wet: 25 times 6) Repeat front-garden: 5 times 7) Than cleaning up the house carpet and kitchen floor for footprints Total investment: 3 Hours, about 500 ml sweat, and a sore back. Every 2 days whilst it’s hot Now compare. Should I buy: 1) Repair-equipment at a value of Eur 15 and invest 2 hours of sweat in a dark crawling space beneath the floor or 2) That new IPod Nano to listen to my favourite music whilst irrigating the garden, and investing 3 hours in reading the manual and finding out how it works Votes please.

  24. Agora Cycle 3 plan